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2017

I interviewed Gerald Ford who discussed Supply Chain Risk Management.

 

 

 

 

 

 

Can you provide a brief background of yourself?

 

I'm a supply chain professional. Been doing this since 1981, and I've worked for over 90 different organizations in various capacities, both in the private and public sector, and right now, I'm concentrating more on risk and performance management as it relates to organizations dealing with their suppliers.

 

Regarding this aspect of supply chain risk management, can you explain why you think this is an important area to cover?

 

Well, I think the biggest thing that I've noticed is that, with all the changing going on with supply chain, we have a whole bunch of new people that are getting into the profession. And some of the ones that have been around have retired, and organizations aren't training. So they're trying to turn around and do much more with fewer resources. Most supply chain organizations or people are turning around and giving the responsibility of checking things to the end user departments, and they're very busy. So therefore, things fall through the cracks as far as...and two main areas that I think need to be addressed is performance management, and the other one is the risk as it relates to insurance and documentation and work references and those kinds of pieces of information.

 

How can it be done effectively?

 

Well, Dustin, this is what I did. I asked the same question myself and started to do a review on what are the tools that are being used. And I actually got involved with another organization that does management consulting. And we had conversations with the ministry of government services for the province of Ontario, and they're huge. And what we wanted to know is — and we actually did a survey, and it went out to hundreds and hundreds of organizations. And we said, "So what do you use and how do you do it, and why do you do it, and do you have any tools?"

 

And what we quickly discovered was that most of them don't do it. A lot of them should do it but don't get around to it, and those who have done it basically are trying to use things like Microsoft Excel and Word. And they're sending it out to people to be done after the fact. And the only time they actually do any kind of performance management is when they have a problem.

 

In reality, performance management is working with the supplier to make them better at what they do. The best example that I've seen is done by 3M out of London, and they've done an excellent job of creating a system that allows their end users to be able to do an assessment very quickly and to score them very quickly and then allow a comparison.

 

So one of the things that I've done, as far as my company is concerned, is develop a similar tool for an organization to be able to use because, after all, if you don't have a review, you cannot compare. And if you do not measure, you cannot make them better. You also have a harder time getting rid of the poor performers because you're actually not measuring it. So automation is the key.

 

Do you have other success examples that you could share?

 

I think mostly the ones that I've seen are actually out of the United States. The best one is actually the State of Florida. Florida has an absolutely wonderful tool that they've used down there and all the agencies go through. I need that most of the time, when it comes to performance management, the public sector is a little bit ahead of the private sector. The other on that I've seen was the State of Texas, and again, it's for the same purposes. In Canada, I have not — except for 3M —that's the only ones I've seen. Periodically, I do come across some in the oil and gas industry. And they are... There's a number of organizations as part of their ERP system, are supposed to be able to have performance management. But it's usually one of those modules that either is not turned on or not used or people didn't even buy it because of the expense associated with doing that. So unfortunately, there's not as many concrete examples as there should be.

 

My thought a while ago was, because of the things like the Broader Public Sector Act and a bunch of other initiatives, I thought people would be clamoring to turn around and have a tool that they could use to be able to manage the vendors better, but for some reason, they're more than willing to accept the risk of continuing to deal with who they've dealt with and fix the problems as they occur, which, to me, doesn't make any sense. But that's, unfortunately, the reality.

 

Do you have any final recommendations?

 

I think more organizations need to be aware of what happens if you actually do have poor performance. And there's a study that was done by one of the professors up at [00:05:50], and what he did is he started tracking when organizations have any kind of supply chain disruption and what kind of impact it would have on their stock prices. Not a lot of people actually take a look at that to see what the impact is. I think that more education is actually needed. It would be nice to be able to see a little bit more delivered when it came to the courses that are being offered at the colleges and universities as it relates to supply chain. There's just very little done on it, and I think it's one of those things that is going to come around and burn people a lot more than it should. Because it's one of those things that people are saying, "I can accept the risk," but they really don't understand the level of risk they're actually taking.

 

 

About Gerald Ford

 

 

 

 

 

Gerald Ford

 

Supply Chain Project Manager

 

LinkedIn Profile

I interviewed Dr. Muddassir Ahmed who discussed Developing Competencies in Supply Chain.

 

 

 

 

 

 

Hi, Dustin, and thank you for the opportunity in having this talk on supply chain. An absolute pleasure.So my name is Dr. Muddassir Ahmed. I'm originally from Pakistan. I did my [inaudible 00:00:25]back home, and then I left to Sweden to do my Master's in production and supply chain. So this is where I developed an interest in the profession. I worked for Volvo Cars, and I came to UK and worked for a company called Eaton in various positions in supply chain and manufacturing from a demand planner to a buyer to [inaudible 00:00:47] manager, supply chain manager. So while I was working towards my job, full-time job, I did have a scholarship from Lancaster ManagementSchool. So I choose to go for a part-time study and fully funded my own company, and I did a Ph.D. in management science, and most of the topic was around supply development. And we looked quite in details about supply chain competencies.

 

So hence my career is predominantly around supply chain and logistics and manufacturing. That topic I'm very passionate about, and hopefully, I would like to contribute more to the profession. As a result, because I'm a lazy person to write research papers, it is a very rigorous process. I still want to share the knowledge with the community. Therefore, I started writing about 18 to two years ago, a blog. My blog is Muddassirism, where I write about topics of supply chain, supply chain strategy, procurement, logistics, supply chain education, supply development. I talk about tools, and I talk about processes. So my aim of my blog is to basically make it a go-to resource for any supply chain professional if they want to learn about processes; they want to learn about systems; they want to learn about execution models; and they want to learn about any tools, ABC analysis and so on, so forth. Most importantly, they want to develop themselves. So I want to make sure that all the tools and process knowledge is available for them so they can improve their knowledge and improve their businesses as a result.

 

Thanks. Can you talk about the concept of tool-based knowledge and learning?

 

Good question.I've gone through a lot of education myself and also a lot of learning and development in my career. And what I have noticed is either — and I think this is where the whole knowledge and learning has been designed, that you go to the college. You go to the university. You're early in your life, and you don't know what you want to do. But somebody says, "Go and do supply chain," and you just go and do supply chain in college and spend about $20,000, $30,000, and then you wish, hopefully, you'll get a job. But that's fine. But most of the people don't have this luxury to do so. And they started a job, and they somehow end up in the supply chain career, and they just don't have the capacity or the opportunity to get themselves towards a formal education.

 

So this is what I think. Over the years, I realized that a lot of people do learn a lot of competencies, supply chain, through a job. For example, if you take a planner, that person knows a lot about[inaudible 00:03:58]. That person knows about capacity and all that. And that's what they know. But if you challenge them, and they want to develop themselves, they don't exactly know what are the competencies they ought to build in and what they ought to learn. So the option is for them to go and do a certification of [inaudible 00:04:16] and SIPS. And that's cool. If they want to do it, let's do that. But again, that's a long, tedious task. And managing a full-time and a family and a certification takes a lot out of you.

 

So the concept I'm trying to bring in, if introduced, what I've learned in my career, what I've done is I'm trying to deduce...I'll call it supply chain competency self-assessment models. So it could be procurement. It could be logistics. It could be S&OP for demand planners. It could be inventory management for [inaudible 00:04:48] managers. So if you take supply chain in general, then you have a competencies like demand planning, supply scheduling, production planning, master scheduling, shelf-floor execution, inventory management, so on and so forth.

 

So out of all those topics, some people are good at it. Maybe a planner is good at MRP, demand management, capacity management, and inventory management, but maybe not in sourcing or supply scheduling. So that will become a competency gap. And then what that person would do, do a self-assessment, score himself by himself, or maybe even the managers, and then go and put that into his development plan for next year or whatever time frame it is, and then work towards either go and do an online course or buy a book or maybe a certification to close that gap.And therefore, they can become a more rounded supply chain person. So rather than pushing the knowledge towards the person, I call it more a pull-based learning and development model. So the person is pulling the tools and the knowledge content that he or she needs to development themselves, if that makes sense.

 

Can you talk a little bit about why this is important?

 

I think it's absolutely important for the supply chain professional regardless of what career stage they are. If they're in the early part of their career, if they are a few years down the line as a mid-manager or the senior managers, supply chain, like many other professions, is changing. New technologies coming in, the tools are coming in, the enrollment is getting more competitive. So if the business needs to improve, then the people who work in those businesses needs to improve. And the only way to improve is to learn yourself and stretch yourself and develop yourself. It doesn't mean you probably won't stress yourself and [inaudible 00:06:48]. What it means is you have a gradual learning curve, which improves your job performance. So you can probably do more with less time or do it more efficiently. And therefore, it helps you, what you're doing. It helps business. And that's [inaudible 00:07:07]. I think if you think about any great CEOs and the senior managers, all they say is people are one of their assets. I mean, it sounds like a cliché, but that's true because those people who also learn and develop and wants to grow the business, improve themselves. They are the really differentiators between successful teams and businesses and also successful teams.

 

Can you talk about how this is put into practice or done effectively?

 

Yes, yes. Absolutely. Let me... I think I want to give this fine example, and that would actually show you how it's done effectively. Five years ago, in fact, there was a guy, when I [inaudible 00:07:58] supply chain manager hired, and he was a certain [inaudible 00:08:02]. [inaudible 00:08:04],“He's no good. I think you should let him go.”

 

But when I sat down with him, I saw that person got something in him. The issue is he's just not getting his direction and the development opportunities. So what I did was I gave him clear, SMART goals, as they say, specific measurable achievable realistic time scale. And I said to achieve that goal, so what's your competency gap, and we identified his competency gap. I said, okay, you probably need to go and learn towards more capacity management and learn to [inaudible 00:08:35] more and more [inaudible 00:08:37] and demand planning. And if you close those gaps, then you can, actually six months’ time, you can improve your key metrics. For example, as a [inaudible 00:08:44], his metrics improved on time, greatly reduce lead-time, and reduce his inventory. Basic goals, which every planner should have.

 

So put him through the online courses. He did his courses. We have every one-to-one sessions. And gradually, you can see it. He was increasing his knowledge and competencies and applying his knowledge to a real-life business situation. And every month, he was improving his results.

 

So once we worked on his technical competencies, okay, you're showing a lot of potential here. Then we tried to develop his more leadership and managerial competencies. So we put him into more like a front, again, did his self-assessment. It [inaudible 00:09:29] develop plan, and put him into a leadership program. As a consequence, that person, after four years, replaced me as a manager of the team. He's managing a full team of 50 people right now. So it's a very, I think, good success story for a gentleman who was a temporary worker, young guy, four years ago. Now he's managing people, and he's got a degree and qualification under his belt, and a lot of leadership skills along with technical knowledge. So that said, that's the only way I can show you how practically it can be done.

 

Thanks for sharing today.

 

Thank you, Dustin. And thank you for the opportunity for talking to you. I look forward our discussion even more. Thank you.

 

 

 

About Dr. Muddassir Ahmed

 

 

 

 

 

Dr. Muddassir Ahmed

 

Logistics Director - DPC-D at Doncasters Group Limited

 

LinkedIn Profile

I interviewed Terry Walmsley who discussed The Next Generation of Supply Chain.

 

 

 

 

 

 

Can you provide us with a brief background of yourself?

 

Obviously, I'm Australian. You'll pick by the accent. But I've spent most of my working career in supply chain and logistics. I have a background in defense. I spent 20 years in defense and supply chain, Ordinance Corps in the Australian Army, which time I looked after all fleet aspects and supply chain matters in defense. Outside of defense, I've worked with operations in manufacturing, agriculture, mining, and 3PL.

 

So I've got a bit of background for supply chain. I've handled all aspects — warehousing, inventory management, procurement, warehouse design, continuous improvement, and the list goes on. It lends me to start thinking about what possible changes and improvements are there, and I suppose that's leading into today's discussion and topic.

 

Can you first define what is the next generation supply chain?

 

Since the dawn of time, I suppose you'd look at it, the accounting method that, I would say, 99% of businesses operate under is base unit, a methodology that provides the easy accountable process of one in, one out. And it also provides transparency and accountability of process. My methodology of next gen supply chain turns that process on its head by going weight based as opposed to unit based.

 

Why is this important?

 

Why? Cost savings and progression toward a fully automated supply chain functionality.

 

Can you talk about how this is put into practice?

 

Design is a weigh pad or weigh platform, which will be designed around storage mediums and warehousing. So what that particular weigh pad will allow for is product to sit on it. A weight will be transferred by to the MRP where it will be converted to a base unit and measured quantity for the system to know what's exactly there.

 

The benefits to this is it's going to a live volume record, which will mean there won't be a need for stock take. That's probably the primary, but the additional components, it will be added to the weigh platform. It will allow for heat mapping of the item within warehouse structure. It will also allow for security aspects. So if there is a variation to weight that isn't authorized, then that can connect to a camera surveillance system that will automatically engage with any inappropriate activities.

 

So there's a string of benefits. It will also provide accountability error corrections, as in, if somebody goes to put something in a wrong location, if it's not recorded as correct weight, the system will pick up that it's not the right item in the right location. So many benefits to going to that form of accountability.

 

The backend issues is the exciting part though in that the system will have probably what would be the missing link in any supply equation that would deal with the supplies of material. So where you have an accurate account balance, then if you know what your consumption data is and the lead time and manufacturing and logistics, then this will provide the information needed to go to a fully automated system, allowing for those external parameters to be input into a supplier equation.

 

 

Can you talk a little bit about how you've seen some of this...some success stories or some examples of this being done?

 

I have heard of a company in New Zealand that has a medical cabinet where it has medical components on it, and as an item is removed and a [inaudible 00:05:02] falls below the minimum quantity, it will automatically reorder. This would be that on a similar scale but on a much grander platform with a lot more — what would you say?—automative functions added to it.

 

Did we cover everything you wanted to discuss on this topic?

 

On this topic, yeah.There are many topics that I'm looking at. To give you a heads up, I'm also an industrial engineer, so at present, I'm in the researching via virtual reality headset for measurement processes, as in industrial engineering and recording takt time. So that one will be fairly exciting.And obviously, KPI developments in the form of a new tool to be released or has recently been released. But it's probably waking the world up to KPIs and their true value as a natural progression from things like [inaudible 00:06:17] LEAN, Lean Six Sigma. KPIs are the next progress. It's step in business development. So they're all exciting projects that I'm working on.

 

I look forward to interviewing you again to cover these topics.

 

Okay, Dustin.

 

Thanks a lot. Thank you.

 

Have a nice day.

 

 

 

About Terry Walmsley

 

 

 

 

Terry Walmsley

 

Supply Chain, Logistics, Operations & Manufacturing Management Professional owner 1Plus One

 

LinkedIn Profile

I interviewed Victor Coetzee who discussed Logistics and Supply Chain Management for Dealing with Remote Sites.

 

 

 

 

 

 

Well, it's nice speaking to you today, Victor. This is going to be a great topic on logistics and supply chain management for dealing with remote sites. So, Victor, can you first provide a background about yourself and share some of your experience?

 

Good morning, Dustin. Thank you for the opportunity to share some of my experiences on construction projects and oil and gas projects during my past 10 years working in different regions and areas and countries, especially in regards to the situation to identify remote sites. And how to operate logistics and supply is vastly different compared to a normal working environment. And I appreciate the opportunity to share this.

 

What are some of the characteristics and differences between the industries?

 

The first thing that I would like to mention here, some of the characteristics or differences between the industries as far as similarities are concerned is that all projects are measured in form of cost as well as time. All projects are measured in terms of two aspects – namely, their ability to remain in budget and delivering in time the [inaudible 00:01:17] requirements.

 

But operational [inaudible 00:01:21] are linked to a project schedule or to a construction schedule, and they are subtle differences in variances between the different industries in terms of the reliance or importance of safety, the involvement of government, as well as the extreme global nature of some of the industries and the regions and areas that the projects are working in.

 

Processes and work culture also differ from industry as well as from organizations.

 

What are some of the unique challenges that face a logistics and supply chain executive?

 

Dustin, some of the unique challenges that face a logistics and supply executive, especially working on a project, is to understand that it might be a technology, material requirement planning are linked to the project schedule or construction schedule. To do thing right the first time and do things cost effective and quickly is critical and very important.

 

From a supply and logistics executive position, you must not only know all the functions and processes in your specific department, but you must have a realistic view in regards to project operational processes and how to form synergy and flow between construction teams, [inaudible 00:02:52], quality, cost control, engineering, operations, health and safety, etc.

 

You must be able to measure the success and the implementation against [inaudible 00:03:07] class supply chain practices, namely [inaudible 00:03:11] use of the data and information flow. Inventory optimization flexibility is very, very important and critical to adapt to [inaudible 00:03:21] changes, especially on projects.

 

Performance and auto processing, as well as customization of ERP technology and system implementation and processes are also very, very important factors because working on remote sites in some regions and countries, you are always prone to disruptions in terms of your support structures, what you have available to work with. And you must be able to adapt to those environments and adapt your processes and your procedures and your technologies to be able to fulfill the function. Sustaining your operations and compliance and visibility are also two important factors.

 

From a logistics and supply perspective, emotional intelligence, being able to manage your own emotions as well as those of others and understanding conflict and how to handle conflict are very two critical components for logistics in a supply executive on a project.

 

Can you tell us what is a critical component that can affect the success or failure of a logistics and supply chain team?

 

Dustin, I think the critical components that can affect success or failure of a logistics executive are closely linked to the fact that they need to get involved from the start,in the process from the start, meaning the planning and development and evaluation before actual mobilization. Understanding three key components is understanding the companies operational strategy and objective that the company want to achieve for this specific project in terms of policies, SOP design, and guidelines, is critical.

 

The second factor that is very important is evaluating the risk in a country of the operations in terms of laws, regulations, permits, government approvals. And obviously, restrictions in terms of policies and hiding practices that can affect your operations on the site. [inaudible 00:05:53] a company support infrastructure in countries as far as freight agents and supplier capability of concerned are also critical. And obviously, evaluating the processes in terms of reverse logistics processes and investment recovery are also very important. That [inaudible 00:06:15] comes into effect, especially during reconciliation and closure of projects.

 

Victor, can you give us some indication of warning signs that can lead to project failure?

 

Dustin, I think from my perspective, in relation to give you some indication on warning signs of things that can lead to project failure is the lack of knowledge and skill and using a proven approach to project management and risk management. Gaps in organizational policies or inadequately enforcement of these policies and procedures and underestimating the project scope of work and acquirements.

 

Now, high staff turnover are also warning signs, but it can be linked to various outside factors that are out of control of the organization in terms of their policies, procedures.And it can be a situation where it is highly tied to government or outside sources in terms of if you have not only one organization, but you're in a joint venture, you not only consider only one organization, but you have three different organizations to consider, and that is, when I was in Iraq, you have to consider the client [inaudible 00:07:48], oil company and then obviously also the two parties — like the company that I work for, [inaudible 00:07:59] — that formed the joint venture.So there's many factors that can influence or can lead to project failures and, I think, project work organizations, work culture, also play a very high factor in success or failure.

 

My last question is, Is there a shift in business leaders' perspectives that is required regarding project implementation?

 

Dustin, I think from looking at the way business leaders and executives look at projects these days, I think the main focus would be regards to looking at financials. Financials and cost holding are critical components. Obviously, also sustainability. The main focus here is to understand that if you work on a project, a project's success is interlinked with all the various departments that make up a project team.

 

So understanding that you have to be flexible in your implementation of processes and procedures and systems and to form synergy is a key component. If the project fails because of various outside factors or success, then it's a combined team success or team failure.

 

Coming back to the main concerns on business leaders, looking at what is currently happening, is that there is definitely a shift to be more concerned in regards to financial performance and cost reductions. Working capital, warehouse occupancy costs, training and development manpower, and also including productivity [inaudible 00:10:08], customer service, obviously, risk management, and visibility are important components.

 

Futureproofing is a critical component and that is, again, got to do with the company or the organization’s ability to perform the project in time — under or in budget. Based on that, they have the opportunity either for [inaudible 00:10:39] and that can lead to futureproofing and making sure that the future are secure for that specific organization.

 

As far as competitors in the market, obviously, there is also going to be competitors. And the way that the organization or the industry organizations look at project success is in terms of how successful an organization was delivering that specific project. And that will always form critical [inaudible 00:11:18] regardless of industry, regardless of region, and regardless of culture.

 

Dustin, thank you very much. I appreciate having the opportunity to discuss some issues. I hope in the future, we can get together again and discuss some other points or things that are critical in regards to projects. And once again, thank you very much for the opportunity.

 

 

 

About Victor Coetzee

 

 

 

 

 

Victor Coetzee

 

Sr. Manager of Global Procurement, Logistics & Supply Chain

 

LinkedIn Profile

I interviewed Tim Calie who discussed Leadership for Business Improvements Reduce Costs, Increase Service Levels and Improve Morale  Operations  / Supply Chain.

 

 

 

 

 

 

 

LEADERSHIP METHODOLOGY

  • Leadership
  • Culture
  • Analysis of “Suitability” of Associates
  • Restructure & Reorganization of Environment  -  Process Flow
  • Analysis , Implementation & Reformatting of Policies & Procedures
  • Engagement , Motivation & Empowerment of Teams

 

CREATE A CULTURE

  • Create a Motivated Culture that Fosters & Promotes Teamwork & Collaboration
  • Improve Communication among Associates and Management

 

LEADERSHIP

 

  • The key is taking the time to orchestrate a business environment to perform in a highly efficient manner with motivated associates. This breaks down to (2) two simple entities “people and processes”.

 

LEADERSHIP

 

  • Leadership is a critical component of creating a highly efficient, profitable and motivated business environment.
  • Many leaders are highly educated in their industries and have a superior work ethic to possibly produce prolific results.

 

LEADERSHIP

 

  • Most businesses the associates know the reason why the issues are occurring & many have the solutions yet need a leader that engages , cares & respects them in general.

 

LEADERSHIP

 

  • A consistent engaging verbiage with open-ended inquiries to learn about all associates as well as performing their responsibilities is very important to obtain the full “pulse” of the operation.

 

LEADERSHIP / GOALS

 

  • It is very important these goals and expectations of both overall company and associates have been carefully measured to ensure they are achievable by all associates.

 

LEADERSHIP

 

  • A highly prolific leader will first engage all the associates on a consistent basis with a positive, professional and supportive demeanor and most importantly respect and care for all team members.

 

LEADERSHIP / GOALS

 

  • Leaders will then share both the company goals ( open forum) and also individual goals of all associates (individual sessions).

 

STRATEGY

  • The methodology utilized in improving a business also is a combination of analysis of the processes & people as well as the communication to the associates.

 

COMMUNICATION

 

  • ENGAGE All Associates

“ Tell Me And I Forget , Teach Me And I may Remember , INVOLVE ME AND I UNDERSTAND”

Benjamin Franklin

 

COMMUNICATION

 

  • Associates also greatly respect a leader that is open to admit when he makes a mistake & engages in very collaborative / open ended inquiries such as “makes sense?”.

 

COMMUNICATION

 

  • It is important for leaders to engage all of the associate's with inquires that are inquisitive & challenges their thought process for continuous improvements.

 

COMMUNICATION

 

  • A prolific leader also coincides properly engaging the associates with sharing company goals & objectives.

 

COMMUNICATION

 

  • The key word to maximize communication levels in an operation for optimum business improvement results as well as increased morale & motivation.

“LISTENING”

 

COMMUNICATION / LISTENING

 

  • Summarize
  • Clarify
  • Proper use of open & closed inquiries
  • Avoid prejudice
  • Reflect
  • Probe
  • Avoid interruption & distraction
  • Observe non verbal behavior
  • Encouragement
  • Listen for feelings
  • Show interest

 

CONTINUOUS IMPROVEMENTS

 

  • It is very important to continuously communicate to all Associates a continuous  “Sense of Urgency” mode in the environment.
  • The “Continuous Improvement” methodology must always be in high gear to maximize any areas of further improvement.

 

CONTINUOUS IMPROVEMENTS

 

  • Consistent Inquiries As To Why Existing Processes & Procedures

“ Logic Will Get You From A to Z”

“ IMAGINATION WILL GET YOU EVERYWHERE”

Albert Einstein

 

BUSINESS ISSUE HISTORY " ROOT CAUSE"

 

  • Most businesses in our world, when an issue occurs place an abundance of people and/or processes on the problem creating a “crisis management” scenario.
  • The main goal is an analysis of the “root cause” of the issue. Proper restructuring of the processes/procedures to ensure there is “accountability” to prevent any future issues is required.
  • Analysis / Process Flow
  • Initial inspection & analysis of environment to identify optimum process flow of product throughout the operation
  • Identification and analysis of daily ,weekly & monthly reports to be monitored & assignment to pertinent department leaders

 

STREAMLINE PROCESSES AND PROCEDURES

 

  • A Flow Chart is created to track all the activity of the operation
  • A complete review is then performed on all processes and procedures to ensure that there is firm accountability of all sequential tasks in the business process.
  • Analysis / Product Reports
  • Research of all pertinent reports that show volume / velocity/trends of products ordered. ( ex. similar items ordered by a firm , items combining to form one product  etc.)

 

IMPLEMENTATION METRICS & MEASURES BENCHMARKS / KPI’S

  • Very important to structure & organize the environment of the operation further by establishing Productivity Standards/Benchmarks/KPI’s for all departments

 

METRICS & MEASURES

  • The consistent communication of these” metrics and measures” of qualitative & quantitative nature will produce a progressive level of improvement in the business.
  • It is important that all positive progress be shared in open forums in weekly or bi-monthly meetings.

 

METRICS & MEASURES

  • The information can also be shared by posting bar graphs / documents/Information in a general area (cafeteria/conference room - bulletin board) as well as sharing positive emails with subordinates (green italics and positive words).

 

CORRECTIVE ACTION

  • All deficiencies and issues are to be shared with subordinates in private “coaching” sessions and documented for progressive accountability and corrective action.

 

ACCOUNTABILITY

  • The constant monitoring of all daily operations activities in a positive & professional manner and documenting all areas of concern as needed.
  • Then following up with all department leaders to coach, train & motivate all areas of concern in a progressive manner.

 

PRODUCTIVITY STANDARDS

  • Benchmarks of each department are determined by tracking of all activities in each area & obtaining a average time of process for each department activity.

 

PRODUCTIVITY STANDARDS / INCENTIVES

  • There can also be an Incentive Plan implemented for superior productivity which will also greatly reduce the number of associates required to process all products in the operation.  ( i.e. Cost Reductions)

 

PRODUCTIVITY STANDARDS / INCENTIVES

  • This program should be implemented by analysis of the benchmark set for standard productivity versus the incentive productivity level.

 

MORALE / MOTIVATION

  • The final component is the focus to optimize associate Morale which will further Reduce Costs.
  • This is very important as this will further raise the Service & Productivity Levels & Decrease Turnover.

 

MORALE/ MOTIVATION

  • The establishing of aappreciative , communicative & motivating leadership to promote a team environment that empowers its associates to provide their feedback for general improvements.

 

MORALE – ASSOCIATE OF THE MONTH

  • Implementation of an associate of the month award to reward & recognize appreciation for an outstanding monthly associate.

 

MOTIVATION – ASSOCIATE OF THE MONTH

  • The Associate of the Month Award is to be decided by a committee of all department leaders in the initial stages.

 

ASSOCIATE OF THE MONTH -  MORALE

  • Once there is a group of people who have been awarded the associate of the month award then those associates will form a committee to elect the future associate of the month to maintain integrity of the reward & recognition program.

 

MOTIVATION -  ASSOCIATE OF THE MONTH

 

Awards for the Associate of the Month can include any/all of the following:

  • Day off from work
  • Cash bonus in check
  • Parking spot designated “Associate of the Month”
  • Their picture / name in a designated area by cafeteria / main hallway marked “Wall of Fame”

 

CONSISTENCY

 

  • The main methodology needed is consistency of all the before mentioned areas to be improved on a progressive & continuous improvement level.

CONSISTENCY

 

  • Consistency breeds a constant awareness & provides a pulse of a progressive improvement of both service, productivity & morale.

 

 

 

About Tim Calie

 

 

 

 

Tim Calie

 

Top 1% Supply Chain Exec - 25+ yrs 100%. Ops Reduce Costs/Improve Service Levels 10% - 20% Existing Systems & Salaries

 

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